© 2019 aveva group plc and its subsidiaries. all rights ... na 2019 day 1 content/man-01 a… ·...

Presented by:

Session ID: MAN-01

Global Specification Management Drives Digital Transformation in Quality Management


Timothy B Billman, Manager Business Solutions, Ai2S

Ronnie J Massey, Principal Quality Engineer, Tech-Quality Assurance

Mark McElroy, Manufacturing Solutions Architect, Ai2SNovember 12, 2019

Agenda


Identifying the Problem

Plan of Attack

Challenges in Execution

The Look of Success

Improvement and Sustainability

Q&A

Roadmap to Issues


Malcomb Baldridge Quality Award - 1997

Standardized to Single System

Platform Difficult to Maintain

Therefore Specifications not Maintained

Information Eroded to Inaccuracy

Disparate Homegrown Systems at Plants

Lost Visibility to Information

Demand on People’s Time Increased

Key Business Systems Slow Down

Poor Data Led to Poor Quality


• Bad Product Going Out the Door

• Climbing Claim Rates

• Constant Firefighting Issues

• Time Consuming Remote Support

• Lack of Standardization

• Difficult Data Accessibility

• Ability to Drive Operational Excellence Challenged

Key Initial Steps


• Senior Management Alignment

• Project Valuation Streamlined Approval Process

• Right Project Lead

• Understood Operations

• Translated Operational Needs into IT Requirements

• Organized for Success

• Global Product Specifications

• Quality Data Collection

• Next Phase of TBD Needs

Resourcing for Success – Armstrong & AVEVA

• Armstrong Management Team

• Structured to Eliminate Hurdles

• Core Team Makeup

• Corporate Quality Engineer

• Corporate Process Engineer

• Corporate IT Project Manager

• Corporate IT Business Relationship Manager

• Corporate IT Solutions Architect

• Extended Team

• Key Process Engineer from Each Plant


• Aveva Management Team

• Provided Continuity and Escalation Path

• Core Team Makeup

• System Architect

• Project Manager

• Lead Developer

• Extended Team

• Development Team

• Unit Testing Team

Implementation Rollout Plan


• Principles

• Quality of Product Over Schedule

• Positive Implementation Experience

• Business Priorities Trumps Rollout Schedule

• Global Specification Management (GSM)

• 12 Plants Over 6 Months

• Plan Adjusted for Plant Resource Availability

• Quality Data Collection (QDC)

• Core Team Plus Extended Team Resourcing

• Supported by Previous and Next Plant Resources

Execution Challenges


• Standardization Across Plants

• Common Understanding of Requirements

• Development Team vs. Business Process Expectations

• Assuming Understanding Between Developers and Customers

• Knowledge Continuity

• Armstrong Resource Model Realignment

• Implementation Scheduling

• Plant Schedule Changes

• Unforeseen Business Challenges

IT System ArchitectureGlobal Specification Management & Quality Data Collection


Results – Improved IT Support


• Global Specification System (GSM)

• Available via Citrix

• One Instance Centrally Maintained with Standard Data Model

• Data Collection System (QDC)

• Web-based – Eliminates Fat Client Installation

• Site Based Server Deployments

• Integration with Other Systems

• Standard Reporting Model

Results – Improved Business Support


• Remote Support

• Resource Mobility

• Sales Opportunities

• Equipment Design Engineering

Results – Specification Creation/Revision Improvements

• Common Look Across Plants

• Clone Specifications for Quick Starting Points

• View Multiple Specifications Simultaneously


Results –Data Collection Improvements

• Operator Experience

• Tailored to Specific Operator Responsibilities

• Eliminated Manual Data Entries

• Linked to Specification System with Change History


Results – Information Accessibility

• Information Availability from Days to Minutes

• Transparency Across Sites to Compare Specifications

• Dashboards for Quick Daily Review of Production Runs


Next Steps


• Ongoing Evolution Driven by Plants

• Further Digitalization Efforts Driving Higher Efficiency

• Sustainability

• Part of Quality Audits – Plant Maintenance Awareness

• Provides IT Ability to Maintain System Going Forward

What Kept Us Moving Forward


• Armstrong & Aveva Alignment

• Continuity of Core Team Resources

• Armstrong’s Internal Support

• Senior Leadership

• IT Leadership

• Operations

• Technical


Q&A

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ABOUT AVEVA

AVEVA is a global leader in engineering and industrial software driving digital transformation across the entire asset and operational l ife cycle of capital -intensive industries.

The company’s engineering, planning and operations, asset performance, and monitoring and control solutions deliver proven results to over 16,000 customers across the globe. Its customers are supported by the largest industrial software ecosystem, including 4,200 partners and 5,700 certified developers. AVEVA is headquartered in Cambridge, UK, with over 4,400 employees at 80 locations in over 40 countries.

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© 2019 aveva group plc and its subsidiaries. all rights ... na 2019 day 1 content/man-01 a… ·...

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